July 9, 2016
Perils of sitting + Meeting change with resilience + Root causes of stress 0
In this week’s Newsletter; Gary Chandler argues we are witnessing a new era for office design; Neil Franklin wonders who fares best when working remotely; Mark Eltringham unpicks the facts from fiction on the dangers of sitting; suggests the ways we can break ourselves out of groupthink and delves into a report which suggests order and disorder are perfectly functional ways for firms to operate. The overwhelming majority of UK employees are working beyond their contracted hours; employers’ views on the causes of workplace stress differ from employees; managers struggle with the fall-out from crises; and despite the prospect of a female PM, the boardroom remains out of reach for many business women. Download our new Briefing, produced in partnership with Boss Design on the link between culture and workplace strategy and design; visit our new events page, follow us on Twitter and join our LinkedIn Group to discuss these and other stories.
June 20, 2016
What happens when you take transparent office design to extremes 0
by Mark Eltringham • Case studies, Comment, Facilities management, Furniture, Workplace design
A rigid and unswerving adherence to a principle is rarely a good thing in the long run. This is perhaps doubly so when it comes to office design because the end result is often something that overlooks what offices are really for; namely giving human beings a place to go to be with one another. So, when you take a design dogma to extremes that ignore the human being that should be your core concern, you end up getting something like the office with no chairs, because ‘sitting is the new smoking’. Or you get the office made completely of glass because ‘transparency generates trust’. While it’s true that the Dutch firm MRVDV responsible for the refit of the building in Hong Kong has included some genuinely successful features, not least in the use of natural light and the environmental performance of the building, the interior itself is clearly the end product of meetings in which nobody felt comfortable telling everybody to knock it off.
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